1. Budget Office Website 1

2.  UNCW Budget & Planning – evolution of our processes Unified Budget Process (UBP)  2015-17 UBP Recommendations 2

3. Operationalizing Strategic Decisions Innovation Strategic Resource Allocations 200620112013 Strategic allocations Standardization Multi-year vision Campus input Prioritization Innovative thinking University Innovation Council University Budget Council Restructure Tuition & Fee Advisory Committee Unified Budget Process established Strategic decisions Quantifiable objectives Operationalizing decisions Multiple funding solutions

4.  Operationalize our strategic thinking  Long-range decision-making  Data-driven decisions 4

5. Strategic decision Operationalize decision (Unified Budget Process) Implement decision Assessment 5

6.  UNC’s long-range planning is guided by a set of strategic directions recommended by BOG and President (UNC Strategic Directions 2013-2018)  Likewise, UNCW is using strategic directions as a foundation for current and future priorities, resource planning and allocation, program development, review and refinement of our missions  The Unified Budget Process fuels the achievement of these strategic decisions. 6

7. Strategic Planning Program Development Budget Development Resource Determination Budget & Enrollment Planning Enrollment Management Assessment Unified Budget Process Allows university budget planning to incorporate all funding sources into the evaluation in order to optimize the allocation of funds by source. Results fed back into strategic planning process University Analytics 12 cell matrix 7

8.  Is responsive to university strategic initiatives, promotes our shared values and encourages collaboration and creativity  Starts in advance of our external requirements – 1 year in advance  Connects our strategic plan to UNC Strategic Directions 2013–2018  Engages the broader campus community  Develops specific (quantifiable) annual objectives for strategic resource allocation - key to the process !!!  UBP decisions integrate with the North Carolina biennial budget cycle ◦ Previously, the university annually conducted “budget calls” for eight (8) different budget cycles. ◦ Now UBP decisions feed the external (and internal) budget cycles 8

9. University Planning, Programming & Budget Calendar Year 1 of Budget Development Cycle Year 2 of Budget Development Cycle FY 15 - 17 Biennial Budget FY 2013-14FY 2014-15 Calendar year 2013 Calendar year 2014 Calendar year 2015 JULY AUG SEPT OCT NOV DEC JAN FEB MARCH APRIL MAY JUNE JULY AUG SEPT OCT NOV DEC JAN FEB MARCH APRIL MAY JUNE  University Planning - identifies strategic priorities for biennium  Budgetary Programming - works w/campus to identify programs to meet strategic direction  UIC proposes new initiatives that support strategic priorities  Budgetary programs reviewed / analyzed by Budget Office / UBC - finalize program budgets  University Analytics team provides analysis to support discussions  Budget Office / UBC identify alternative sources of revenue to meet decisions  Cabinet / Chancellor review / prioritize budget requirements  Enrollment Management Committee develops enrollment projections  Cabinet / Chancellor approve enrollment projections Annual Allocations (Permanent + One-Time Funding) Biennal Budgets (Continuation, Expansion, Capital) Enrollment Growth Projections Campus-Initiated Tuition Increases Student Fees Special Funds (Receipt-supported) Budgets Summer School Increases Supplemental Budget (2nd Year of Biennial Cycle) Mid-Year Adjustments 9

10. Strategic Planning Campus identifies strategic priorities for biennium. Ongoing initiatives are evaluated. University Analytics team provides analysis to support discussions and quantify the goals Budgetary Programming Working directly with deans and division directors -- no longer go thru divisions for data Sets out to identify those programs necessary to meet the strategic priorities Budget Analysis Budget Office / University Budget Council (UBC) Analysis and Review of those programs identified by Budgetary Programming office. Finalize budgets for each program. Analyze and identify all funding sources available for each program. Evaluate Approve External Compliance Cabinet review, prioritization & approval DEFINITION: “a budget in which the resources and services are identified by programs or function and not by the organizational units involved in performing all or part of the program and/or “functions” 10

11. 2015-17 Strategic Planning 11

12. Journey of Learning  Objective 1 – Meet or exceed all institutional goals in the UNC performance funding measures. ◦ Graduation Rates of NCCCS Transfer Students ◦ Degrees Awarded in STEM and Health Disciplines ◦ Undergraduate Students graduating with University Honors ◦ 6-Year Graduation ◦ Retention ◦ Degree efficiency ◦ Degrees awarded to Pell recipients ◦ Energy Efficiency ◦ Annual Giving ◦ Financial integrity index (UNC FIT)  Objective 2 -Ensure that all undergraduates have an applied learning experience (in research/discovery, internships/application, service learning/regional engagement, and/or study abroad/exploration away) that achieves a set of established learning objectives. 12

13. Love of Place  Objective 3 – Design and develop proposals for advanced health professional degree programs responsive to health industry needs.  Objective 4 – Conceptualize, design and fund an industry-linked film production facility consistent with the addition of a graduate program in Film Studies. Power of Ideas and Innovation  Objective 5 – Develop and implement the CREST (Millennial Campus) model with initial emphasis on meeting MARBIONC partnership targets. ◦ MARBIONC, CMS, Shellfish Hatchery  Objective 6 – Enhance the regional entrepreneurial community through the launch of the Center for Innovation and Entrepreneurship and related programs. 13

14. Budgetary Programming 14

15.  Each strategic objective has a program lead  One of the two (2) Budget Office analysts are assigned to programs as liaison to University Budget Director  Cross divisional discussions based on the program  Macro-views become micro, line-item budgets 15

16. 16 University Budget Council (UBC) Recommendations: Recommend with Qualifications: the UNC FIT Project Manager Officer Job description must clearly demonstrate the internal benefits of this position to UNCW.

17. 17 University Budget Council (UBC) Recommendations: Recommend with Reservations: the expectation is that these positions would be incorporated into the strategic plan for Advancement to reduce their reliance on state appropriations and move to alternative funding in the long- term. The UBC recognizes that this could be a 10+ year plan and there is a current need for this request.

18. 18 University Budget Council (UBC) Recommendations: Full Recommendation for the following items: Performance Contract #2, Replacing Lighting – Warwick & Facilities Support Buildings, and Replacing Chilled Water Control Valves in Randall Library & DeLoach Hall. Recommend with Qualifications: The funding of the Retro-commissioning should be conditional on the availability of R&R/State funding so as not to compete with other university initiatives.

19. 19 Student Success: 1.Graduation Rates of NCCCS Transfer Students 2.Degrees Awarded in STEM and Health Disciplines 3.Undergraduate Students graduating with University Honors 4.6-Year Graduation 5.Retention 6.Degree efficiency 7.Degrees awarded to Pell recipients These 7 measures are being analyzed as one program. Expect initial evaluations by fall 2014.

20. 20 University Budget Council (UBC) Recommendations: Full Recommendation: Institutional support is highly encouraged while continuing to monitor the increase to faculty workload as the program is implemented. The program consists of 8 distinctive subprograms each with individual performance targets that can be funded separately.

21. 21 University Budget Council (UBC) Recommendations: Recommend with Reservations: external consultation as part of the advanced planning phase will assist in objectively defining the program, selecting the optimal facility location and providing alternative architectural solutions. Funding is available for hiring of external consultants only. Recommend with Reservations: external consultation for market analysis and risk assessment to best determine new proposals for advanced health professional degree programs responsive to community and regional health industry needs. Funding is available for hiring of external consultants only.

22. 22 University Budget Council (UBC) Recommendations: Recommend with Reservations: external consultation as part of the advanced planning phase will assist in objectively defining the program, selecting the optimal facility location and providing alternative architectural solutions. Funding is available for hiring of external consultants only. Consultation results will determine which option is most feasible.

23. 23 University Budget Council (UBC) Recommendations: Recommend with Qualifications: enhanced faculty and student involvement, as well as an integrated applied learning aspect, should be achieved as a result of receiving additional funding. This should be tracked on an annual basis as the program progresses.

24. 24 University Budget Council (UBC) Recommendations: Performance Targets CMS1 – CMS4: further university level direction and prioritization is needed. These items are predicated on the approval from General Administration and/or program expansion. Do not recommend funding at this time. CMS1: Establish PhD in Coastal and Marine Science Program at UNCW CMS2: Formalize Marine Science Program at UNCW CMS3: Expand and Enhance research support and Internship & Postdoctoral Programs CMS4: Establish North Carolina Marine Science Consortia & Inter-Institutional PhD Program Performance Target CMS5 – Full recommendation based on immediate needs for enhancing faculty research programs for greater grant competitiveness

25. 25 University Budget Council (UBC) Recommendations: Recommend with Qualifications: enhanced faculty and student involvement, as well as an integrated applied learning aspect, should be achieved as a result of receiving additional funding. This should be tracked on an annual basis as the program progresses.

26.  Removed from the UBP process  Being handled separately since no university funding will be used to support program 26

27. 27 University Budget Council (UBC) Recommendations: Full Recommendation: all potential funding resources should be analyzed and the best method utilized for this university level initiative.

28. Budget Analysis 28

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31. Evaluation & Approval 31

32. Cabinet review, approval, prioritization Budget Office analyzes funding sources Cabinet makes final decisions - FY 14-15 funding - FY 15-17 budget cycle 32

33.  Funding decisions made throughout the UBP feed into one, or more, of these budget cycles 33

34. University Planning, Programming & Budget Calendar Year 1 of Budget Development Cycle Year 2 of Budget Development Cycle FY 15 - 17 Biennial Budget FY 2013-14FY 2014-15 Calendar year 2013 Calendar year 2014 Calendar year 2015 JULY AUG SEPT OCT NOV DEC JAN FEB MARC H APRIL MAY JUNE JULY AUG SEPT OCT NOV DEC JAN FEB MARC H APRIL MAY JUNE  University Planning - identifies strategic priorities for biennium  Budgetary Programming - works w/campus to identify programs to meet strategic direction  UIC proposes new initiatives that support strategic priorities  Budgetary programs reviewed / analyzed by Budget Office / UBC - finalize program budgets  University Analytics team provides analysis to support discussions  Budget Office / UBC identify alternative sources of revenue to meet decisions  Cabinet / Chancellor review / prioritize budget requirements  Enrollment Management Committee develops enrollment projections  Cabinet / Chancellor approve enrollment projections Annual Allocations (Permanent + One-Time Funding) Biennal Budgets (Continuation, Expansion, Capital) Enrollment Growth Projections Campus-Initiated Tuition Increases Student Fees Special Funds (Receipt-supported) Budgets Summer School Increases Supplemental Budget (2nd Year of Biennial Cycle) Mid-Year Adjustments 34

35. ? 35